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MGTA01H3 Study Guide - Frederick Herzberg, Hawthorne Effect, Psychological Contract

Management (MGT)
Course Code
Chris Bovaird

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Chapter 10 Vocab
Psychological contract: The set of expectation held by an employee concerning what he or she
will contribute to an organization and what the organization will provide the employee
(inducements) in return.
Human relations: Interactions between employers and employees and their attitudes toward
one another
Job Satisfaction: The pleasure of feeling of accomplishment employees derive from performing
their jobs well
Morale: The generally positive or negative mental attitude of employees toward their work and
Motivation: The set of forces that causes people to behave in certain ways
Scientific management: breaking down jobs into easily repeated components and devising
more efficient tools and machines for performing them
Hawthorne Effect: The tendency for workers productivity to increase when they feel they are
receiving special attention from management
Theory X: A management approach based on the belief that people must be forced to be
productive because they are naturally lazy, irresponsible and uncooperative
Theory Y: A management approach based on the belief that people want to be productive
because they are naturally energetic, responsible and co-operative
Maslows Hierarchy of Needs Model: Theory of motivation describing five levels of human
needs and arguing that basic needs must be fulfilled before people work to satisfy higher level
Two- Factor Theory: A theory of human relations developed by Frederick Herzberg that
identifies factors that must be present for employees to be satisfied with their jobs and factors
that lead employees to work hard
Reinforcement: Controlling and modifying employee behaviour through the use of systematic
rewards and punishments for specific behaviours
Management by objectives: A system of collaborative goal setting that extends from the top of
an organization to its bottom
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Participative management: A method of increasing employees job satisfaction by giving them
a voice in how they do their jobs and how the company is managed
Empowerment: Motivating and energizing employees to create high-quality products and to
provide bent over backwards service to customers so that the company is more competitive.
Job Enrichment: A method of increasing employees job satisfaction by extending or adding
motivating factors such as responsibility or growth
Job Redesign: A method of increasing employees job satisfaction by improving the worker- job
fit through combining tasks, creating natural work groups, and establishing client relationship
Flextime: allow workers some choice in the hours they work
Compressed workweek: Employees work fewer days per week but more hours on the days they
do work
Telecommuting: Allowing employees to do all or some of their work away from the office
Worksharing: Allow 2 people share one job
Leadership: The process of motivating others to work to meet specific objectives
Managerial Style: Patterns of behaviour a manger exhibits in dealing with subordinates
Autocratic style: managers generally issue orders and expect them to be obeyed without
Democratic style: Managers generally request input from subordinates before making decisions
but retain final decision-making power
Free-rein style: managers typically serve as advisers to subordinates who are allowed to make